Deadline 5 hours
Chapter 6
Courage and Moral Leadership
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Combine a rational approach to leadership with a concern for people and ethics
Understand how leaders set the ethical tone in organizations and recognize the distinction between ethical and unethical leadership
Recognize your own stage of moral development and ways to accelerate your moral maturation
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Know and use mechanisms that enhance an ethical organizational culture
Apply the principles of stewardship and servant leadership
Recognize courage in others and unlock your own potential to live and act courageously
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Ethical Climate in Business
Leaders face pressures that challenge their ability to do the right thing
Obstacles for leaders
Personal weakness and self-interest
Pressures to:
Cut costs and increase profits
Meet the demands of vendors or business partners and look successful
Please shareholders
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Leaders Set the Ethical Tone
Act as positive role models
Signal what matters by their behavior
Focus on employees, customers, and the greater good
Not paying attention to gaining benefits themselves
Honest with employees, partners, customers, vendors, and shareholders
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Leaders Set the Ethical Tone
Strive for fairness and honor agreements
Share the credit for successes and accept the blame when things go wrong
Speak up against acts they believe are wrong
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Acting Like a Moral Leader
Recognize and adhere to ethical values
Acknowledge the importance of human meaning, quality, and higher purpose
Encourage others to develop and use moral values and adhere to ethical standards of conduct
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Exhibit 6.2 - How to Act Like a Moral Leader
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Sources: Based on Linda Klebe Treviño, Laura Pincus Hartman, and Michael Brown, “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership,” California Management Review 42, no. 4 (Summer 2000), pp. 128–142; Christopher Hoenig, “Brave Hearts,” CIO (November 1, 2000), pp. 72–74; and Patricia Wallington, “Honestly?!” CIO (March 15, 2003), pp. 41–42
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Becoming a Moral Leader
Moral leadership: Distinguishing right from wrong and doing right
Seeking the just, honest, and good in the practice of leadership
Internal characteristic that influences a leader’s capacity to make moral choices is the individual’s level of moral development
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Exhibit 6.4 - Three Levels of Personal Moral Development
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Sources: Based on Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Developmental Approach,” in Moral Development and Behavior Theory, Research, and Social Issues, ed. Thomas Likona (Austin, TX: Holt, Rinehart and Winston, 1976), 31–53; and Jill W. Graham, “Leadership, Moral Development, and Citizenship Behavior,” Business Ethics Quarterly 5, no. 1 (January 1995), 43–54
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Servant Leadership
Leader transcends self-interest to:
Serve the needs of others
Help others grow
Provide opportunities for others to gain materially and emotionally
Types
Authoritarian management
Participative management
Stewardship
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Exhibit 6.5 - Changing Leader Focus from Self to Others
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Authoritarian Management
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Leaders set the strategy and goals, as well as the methods and rewards for attaining them
Organizational stability and efficiency are paramount
Subordinates are given:
No voice in creating meaning and purpose for their work
No discretion as to how they perform their jobs
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Authoritarian Management
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Emphasis on:
Tight top-down control
Employee standardization and specialization
Management by impersonal measurement and analysis
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Participative Management
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Actively involves employees
Employee suggestion programs
Participation groups
Quality circles
Leaders determine purpose and goals, make final decisions, and decide rewards
Employees are not allowed to be true partners in the enterprise
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Participative Management
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Employees are expected to:
Make suggestions for quality improvements
Act as team players
Take greater responsibility for their own jobs
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Stewardship
Belief that leaders are deeply accountable to others as well as to the organization
Without trying to control others, define meaning and purpose for others, or take care of others
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Principles for Stewardship
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Adopt a partnership mindset
Give decision-making power and the authority to act to those closest to the work and the customer
Tie rewards to contributions rather than formal positions
Expect core work teams to build the organization
The Servant Leader
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Puts service before self-interest
Listens first to affirm others
Inspires trust by being trustworthy
Nourishes others and helps them become whole
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Courage
Mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear
Accepting responsibility
Nonconformity
Pushing beyond the comfort zone
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Courage
Asking for what you want and saying what you think
Abilene paradox: Tendency to resist voicing their true thoughts or feelings in order to please others and avoid conflict
Fighting for what you believe
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How Does Courage Apply to Moral Leadership
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Applying courage to:
Be unconventional and do what is right
Step up and take responsibility
Balance:
Profit with people and self-interest with service
Control with stewardship
Act like a moral leader
Whistleblowing: Employee disclosure of illegal, immoral, or unethical practices in the organization
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Finding Personal Courage
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Believe in a higher purpose
Draw strength from others
Harness frustration and anger
Take small steps